Modelo de Alinhamento Estratégico de Produção - MAP:Estudo Aplicado em Pequenas Empresas do Setor Metal-Mecânico.

• Ano de defesa: 2010
• Autor(a) principal: Lira, Ana Claudia de Queiroz
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal da Paraí­ba; BR; Engenharia de Produção; Programa de Pós Graduação em Engenharia de Produção; UFPB
• Palavras-chave em Português: Engenharia de Produção; Estratégias de Produção; Alinhamento estratégico da produção; Competividade; Production Strategy; Strategic Alignment; Competitiveness; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO
• Link de acesso: https://repositorio.ufpb.br/jspui/handle/tede/5222

The guiding thread of this research work starts from the studies on the approaches of content and the formulation process of production strategy. From the specific literature, it was found that the evaluation of competitive performance for the production of a particular production unit, as well as the strategic force of its production function go beyond the understanding of the link among competitive priorities and decision areas of production. Thus, this work has as main objective to present a model called strategic alignment of production (MAP), which explores the competitive performance assessment of production in four levels of inter-related analysis: level 1: the company's competitive position and the competitive position of manufacturing; level 2: competitive position alignment between manufacturing and strategic paradigm of manufacturing management; level 3: alignment between strategic paradigm for manufacturing management and production strategy; level 4: quantitative alignment between competitive priorities and value network operations. The latter was operationalized through the application of a structural equation modelling technique via confirmatory factor analysis. The intention of obtaining an empirical record of the related variables to the proposed model, we performed a field survey considering small units of metal-mechanic sector. However, the field survey has not exercised the role of validating the proposed modelling but, of obtaining information about a group of production units in relation to the levels in the alignment model. From the theoretical discussion involved at each level of the model analysis, the presented quantification proposed as well as the field survey, one can state that the proposed model constitutes an important theoretical framework as orientation, assessment and analysis of the strategic importance of the production function at the companies.